Transcript of "Strategic Managaement ICAI IPCC"

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CHAPTER 1 BUSINESS ENVIRONMENT
BUSINESS
The term business refers to the state of being busy for an individual, group, organization or society. The term is
also interpreted as one’s regular occupation or profession. In another sense, the term refers to a particular
entity, company or corporation.
A business for our purposes can be any activity consisting of purchase, sale, manufacture, processing, and/or
marketing of products and/or services. People invest in business for getting a return. It is a reward for risk
taking, so far as the owners are concerned. As a motive, profit serves as a stimulant for business effort.
Peter F Drucker has drawn two important conclusions about what is a business that are useful for an
understanding of the term business.
The first thing about a business is that it is CREATED AND MANAGED BY PEOPLE. There will be a group
of people who will take decisions that will determine whether an organization is going to prosper or
decline, whether it will survive or will eventually perish. This is true of every business.
The second conclusion drawn is that the business cannot be explained in TERMS OF PROFIT. The
economic criterion of maximising profits for a firm has little relevance in the present times. Profit
maximization has been qualified with the long‐term perspective and has been modified to include
development of wealth, to include several non‐financial factors such as goodwill, societal factors,
relations and so on.
OBJECTIVES OF A BUSINESS
STABILITY
GROWTH
EFFICIENCY
PROFITABILITY
SURVIVAL
A business has some purpose. A valid purpose of business is to create customers. It is for the businesses to
create a customer or market. A purpose of business is that business exists to create customers. It is the
customer who determines what a business is.
We may now elaborate some of the important objectives of a business are:
1. SURVIVAL: Survival is the will and anxiety to perpetuate into the feature as long as possible. The ability
to survive is a function of the nature of ownership, nature of business competence of management,
general and industry conditions, financial strength of the enterprise and so on.
2. STABILITY: One of the most important of objectives of business enterprises is stability. In a sense,
stability is a least expensive and risky objective in terms of managerial time and talent and other
resources. A stable and steady enterprise minimises managerial tensions and demands less dynamism
from managers. It is a strategy of least resistance in a hostile external environment.
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3. GROWTH: Growth may take the enterprise along relatively unknown and risky paths, full of promises
and pitfalls. Enterprise growth may take one or more of the forms like increase in assets, manufacturing
facilities, increase in sales volume in existing products or through new products, improvement in profits
and market share, increase in manpower employment, acquisition of other enterprises and so on.
4. EFFICIENCY: In a sense, efficiency is an economic version of the technical objective of productivity –
designing and achieving suitable input output ratios of funds, resources, facilities and efforts. Efficiency
is a very useful operational objective.
5. PROFITABILITY: Profit is the overall measure of performance. This is the main objective of business.
Profit maximization has a long‐term perspective and includes development of wealth, increased
goodwill, and benefits to all shareholders.
ENVIRONMENTAL INFLUENCES ON BUSINESS
Businesses function within a whole gambit of relevant environment and have to negotiate their way through it.
The extent to which the business thrives depends on the manner in which it interacts with its environment.
A business which continually remains passive to the relevant changes in the environment is destined to
gradually fade‐away in oblivion. To be successful business has to not only recognise different elements of the
environment but also respect, adapt to or have to manage and influence them
Environment is sum of several external and internal forces that affect the functioning of business. According to
Glueck and Jauch "The environment includes factors outside the firm which can lead to opportunities for or
threats to the firm. Although there are many factors, the most important of the sectors are socio‐economic,
technological, supplier, competitors, and government. "
Organizations depend on the external environment for the inputs required by them and for disposing of their
outputs in a mutually beneficial manner. The input‐output exchange activity is a continuous process and calls for
an active interaction with the external environment.
INPUTS
OUTPUTS
Human
Product/
PROCESSING
Physical
Services
Transformation of
Finance
inputs to outputs
Technology
ENVIRONMENTAL FORCES
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PROBLEMS in understanding the environmental influences:
1. The environment encapsulates many DIFFERENT INFLUENCES; the difficulty is in making sense of this
diversity in a way which can contribute to strategic decision‐making. Listing all conceivable
environmental influences may be possible, but it may not be of much use because no overall picture
emerges of really important influences on the organization.
2. UNCERTAINTY. Managers typically claim that the pace of technological change and the speed of global
communications mean more and faster change now than ever before. While it is important to try to
understand future external influences on an organization, it is very difficult to do so.
3. Complexity. Managers tend to simplify complexity by focusing on aspects of the environment, which,
perhaps, have been historically important, or confirm prior views. But it is not an appropriate base to
understand the external influences.
WHY ENVIRONMENTAL ANALYSIS?
Environmental analysis helps strategists to anticipate opportunities and to plan to take optional responses to
these opportunities. It also helps strategists to develop an early warning system to prevent threats or to develop
strategies which can turn a threat to the firm's advantage.
Some or most of the future events are anticipated by this analysis and diagnosed, through which managerial
decisions are likely to be better.
Environmental analysis has three BASIC GOALS as follows:
First, the analysis should provide an UNDERSTANDING of current and potential CHANGES taking place in
the environment. It is important that one must be aware of the existing environment. At the same time
one must have a long term perspective about the future too.
Second, environmental analysis should PROVIDE INPUTS FOR STRATEGIC DECISION MAKING. Mere
collection of data is not enough. The information collected must be useful for and used in strategic
decision making.
Third, environment analysis should FACILITATE AND FOSTER STRATEGIC THINKING in organizations‐
typically a rich source of ideas and understanding of the context within which a firm operates. It should
challenge the current wisdom by bringing fresh viewpoints into the organization.
CHARACTERISTICS OF BUSINESS ENVIRONMENT
COMPLEX
DYNAMIC
MULTI‐
FACETED
FAR REACHING
IMPACT
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1. COMPLEX: The environment consists of a number of factors, events, conditions and influences arising
from different sources. All these do not exist in isolation but interact with each other to create entirely
new sets of influences. It is difficult to comprehend at once the factors constituting a given
environment. All in all, environment is a complex that is somewhat easier to understand in parts but
difficult to grasp in totality.
2. DYNAMIC: Due to the many and varied influences operating, there is dynamism in the environment
causing it to continuously change its shape and character.
3. MULTI – FACETED: A particular change in the environment, or a new development, may be viewed
differently by different observers. This is frequently seen when the same development is welcomed as
an opportunity by one company while another company perceives it as a threat.
4. FAR REACHING IMPACT: The growth and profitability of an organization depends critically on the
environment in which it exists. Any environment change has an impact on the organization in several
different ways.
COMPONENTS OF BUSINESS ENVIRONMENT
The environment in which an organization exists could be broadly divided into two parts the external and the
internal environment. Since the environment is complex, dynamic, multi‐faceted and has a far reaching impact,
dividing it into external and internal components enables us to understand it better.
The external environment includes all the factors outside the organization which provide opportunity or pose
threats to the organization. The internal environment refers to all the factors within an organization which
impart strengths or cause weaknesses of a strategic nature.
The environment in which an organization exists can, therefore, be described in terms of the opportunities and
threats operating in the external environment apart from the strengths and weaknesses existing in the internal
environment.
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The four environmental influences could be described as follows:
OPPORTUNITY: is a favourable condition in the organization's environment which enables it to
consolidate and strengthen its position. An example of an opportunity is growing demand for the
products or services that a company provides.
THREAT: is an un‐favourable condition in the organization's environment which creates a risk for, or
causes damage to, the organization. An example of a threat is the emergence of strong new competitors
who are likely to offer stiff competition to the existing companies in an industry.
STRENGTH: is an inherent capacity which an organization can use to gain strategic advantage over its
competitors. An example of strength is superior research and development skills which can be used for
new product development so that the company gains competitive advantage.
WEAKNESS: is an inherent limitation or constraint which creates a strategic disadvantage. An example of
a weakness is over dependence on a single product line, which is potentially risky for a company in times
of crisis.
RELATIONSHIP BETWEEN ORGANISATION AND ITS ENVIRONMENT
The relationship between the organization and its environment may be discussed in terms of interactions
between them in several major areas which are outlined below:
EXCHANGE OF INFORMATION: An organization analyses the external environment and uses it for
planning, decision making, control, purposes, etc. an organization also supplies information either
legally or otherwise to govt. agencies, investors, employees, etc.
EXCHANGE OF RESOURCES: An organization receives inputs—finance, materials, manpower, equipment
etc., from the external environment through contractual and other arrangements. The organization
disposes its output of products and services in the external environment and satisfying the expectations
and demands of the customers, employees, shareholders, creditors, suppliers, etc.
EXCHANGE OF INFLUENCE AND POWER: The external environment holds considerable power over the
organization both by virtue of its being more inclusive as also by virtue of its command over resources,
information and other inputs. In turn, the organization itself is sometimes in a position to wield
considerable power and influence over some of the elements of the external environment by virtue of
its command over resources and information.
ENVIRONMENTAL SCANNING
Environment must be scanned so as to determine development and forecasts of factors that will influence
organizational success.
Environmental scanning can be defined as the process by which organizations monitor their relevant
environment to identify opportunities and threats affecting their business for the purpose of taking strategic
decisions. It is the process of gathering information regarding company’s environment, analysing it and
forecasting the impact of all predictable environmental changes.
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ELEMENTS OF MICRO ENVIRONMENT
(strengths & weaknesses)
Consumer/Customer
Competitors
Organization
MICRO ENVIRONMENT
Market
Suppliers
Intermediaries
Micro‐environment is related to small area or immediate periphery of an organization. Micro‐environment
influences an organization regularly and directly. Within the micro or the immediate environment in which a
firm operates we need to address the following issues:
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The employees of the firm, their characteristics and how they are organised.
The customer base on which the firm relies for business.
The ways in which the firm can raise its finance.
Who are the firm suppliers and how are the links between the two being developed?
The local community within which the firm operates.
The direct competition and how they perform.
ELEMENTS OF MACRO ENVIRONMENT
(opportunities & threats)
Demographic
Economic
Government
Legal
MACRO ENVIRONMENT
Political
Cultural
Technological
Global
It consists of demographics and economic conditions, socio‐cultural factors, political and legal systems,
technological developments, etc. These constitute the general environment, which affects the working of all the
firms.
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PESTLE ANALYSIS
The term PESTLE is used to describe a framework for analysis of macro environmental factors. PESTLE analysis
involves identifying the political, economic, socio‐cultural, technological, legal and environmental influences on
an organization and providing a way of scanning the environmental influences that have affected or are likely to
affect an organization or its policy. The advantage of this tool is that it encourages management into proactive
and structured thinking in its decision making.
THE PESTLE MATRIX
POLITICAL
Political stability
Political principles and ideologies
Current and future taxation policy
Regulatory bodies and processes
Government policies
Government term and change
Thrust areas of political leaders.
SOCIAL
Lifestyle trends
Demographics
Consumer attitudes and opinions
Brand, company, technology image
Consumer buying patterns
Ethnic/religious factors
Media views and perception
LEGAL
Business and Corporate Laws
Employment Law
Competition Law
Health & Safety Law
International Treaty and Law
Regional Legislation
ECONOMIC
Economy situation & trends
Market and trade cycles
Specific industry factors
Customer/end‐user drivers
Interest and exchange rates
Inflation and unemployment
Strength of consumer spending
TECHNOLOGICAL
Replacement technology/solutions
Maturity of technology
Manufacturing maturity and capacity
Innovation potential
Technology access, licensing, patents
Intellectual property rights and
copyrights
ENVIRONMENTAL
Ecological/environmental issues
Environmental hazards
Environmental legislation
Energy consumption
Waste disposal
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STRATEGIC RESPONSES TO THE ENVIRONMENT
It is difficult to determine exactly where the organization ends and where its environment begins. It is also
difficult to determine exactly what business should do in response to a particular situation in the environment.
Strategically, the businesses should make efforts to exploit the opportunity and nullify the impact of threats.
Organizations may follow different approaches as follows:
1. LEAST RESISTANCE: Some businesses just manage to survive by way of coping with their changing
external environments. They are simple goal‐maintaining units.
2. PROCEED WITH CAUTION: At the next level, are the businesses that take an intelligent interest to adapt
with the changing external environment. They seek to monitor the changes in that environment, analyse
their impact on their own goals and activities and translate their assessment in terms of specific
strategies for survival, stability and strength.
3. DYNAMIC RESPONSE: At a still higher sophisticated level, are those businesses that regard the external
environmental forces as partially manageable and controllable by their actions. Their feedback systems
are highly dynamic and powerful.
COMPETITIVE ENVIRONMENT
A better understanding of the nature and extent of competition may be reached by answering the following
questions:
(i) Who are the competitors?
(ii) What are their product and services?
(iii) What are their market shares?
(iv) What are their financial positions?
(v) What gives them cost and price advantage?
(vi) What are they likely to do next?
(vii) Who are the potential competitors?
PORTER’S FIVE FORCES MODEL – COMPETITIVE ANALYSIS
A powerful and widely used tool for systematically diagnosing the significant competitive pressures in a market
and assessing the strength and importance of each is the five‐forces model of competition. This model holds
that the state of competition in an industry is a composite of competitive pressures operating in five areas of the
overall market:
Competitive pressures associated with the market maneuvering and jockeying for buyer patronage that
goes on among RIVAL SELLERS in the industry.
Competitive pressures associated with the threat of NEW ENTRANTS into the market.
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Comp
petitive pressures coming f
from the atte
empts of com
mpanies in oth
her industries
s to win buyers over to
their O
OWN SUBSTI
ITUTE produc
cts.
Comp
petitive pressures stemmin
ng from SUPP
PLIER bargaining power an
nd supplier‐se
eller collabora
ation.
Comp
petitive pressures stemmin
ng from BUYE
ER bargaining
g power and s
seller‐buyer C
Collaboration.
.
The way one uses the five‐forces mode
T
el to determin
ne what competition is lik
ke in a given i
industry is to build the
picture of com
p
mpetition in three steps:
STEP 1: Identify the specific com
mpetitive pressures associated with eac
ch of the five forces.
res
ng
es
e,
STEP 2: Evaluate how strong the pressur comprisin each of the five force are (fierce strong,
erate to norm
mal, or weak).
mode
STEP 3: Determine
e whether the
e collective st
trength of the
e five compet
titive forces is
s conducive t
to earning
ctive profits.
attrac
THREAT OF N
T
NEW ENTRAN
NTS: New entr
rants are always a powerf
ful source of competition. The new cap
pacity and
product range they bring in throw up new compe
p
e
p
etitive pressure, and the bigger the new entrant, the more
severe the competitive effect.
s
BARGAINING POWER OF CUSTOMERS This is ano
B
S:
other force th influences the compet
hat
titive condition of the
industry. This force will be
ecome heavie
er depending on the possi
ibilities of the
e buyers form
ming groups o
or cartels.
Mostly, this is
M
s a phenomen
non seen in in
ndustrial prod
ducts.
BARGAINING POWER OF S
B
SUPPLIERS: e
e bargaining p
power of suppliers determ
mines the cost of raw materials and
other inputs o
o
of the industr
ry and, theref
fore, industry
y attractiveness and profita
ability.
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RIVALRY AMONG CURRENT PLAYERS: It is obvious that for any player, the competitors influence prices as well
as the costs of competing in the industry, in production facilities product development, advertising, sales force,
etc.
THREATS FROM SUBSTITUTES: Substitute products are a latent source of competition in an industry. Substitute
products offering a price advantage and/or performance improvement to the consumer can drastically alter the
competitive character of an industry. And they can bring it about all of a sudden.
The five forces together determine industry attractiveness/profitability. This is so because these forces influence
the causes that underlie industry attractiveness/profitability. collective strength of these five competitive forces
determines the scope to earn attractive profits. The strength of the forces may vary from industry to industry.
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CHAPTER 2 BUSINESS POLICY & STRATEGIC MANAGEMENT
BUSINESS POLICY
According to William F Glueck, development in business policy arose from the developments in the use of
lanning techniques by managers.
Christensen and others defined business policy as, "the study of
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The functions and responsibilities of senior management,
The crucial problems that affect success in the total enterprise, and
The decisions that determine the direction of the organization and shape its future.
Business Policy tends to emphasise on the rational‐analytical aspect of strategic management. It presents a
framework for understanding strategic decision making. Such a framework enables a person to make
preparations for handling general management responsibilities.
MEANING AND THE NATURE OF MANAGEMENT
The term ‘management’ can be used in two major contexts.
1. It is used with reference to a key group in an organisation in‐charge of its affairs. An organisation
becomes a unified functioning system when management systematically mobilises and utilises the
diverse resources. Management has to also facilitate organisational change and adaptation.
2. The term is also used with reference to a set of interrelated functions and processes, to a field of study
or discipline in social sciences and to a vocation or profession.
PETER DRUCKER: Management is a function, a discipline, a task to be done, and managers practise this
discipline, carry out the functions and discharge these tasks.
DALTON MCFARLAND: Management is the process by which managers create, direct, maintain and operate
purposive organisations through systematic, co‐ordinated an co‐operative human effort.
Management is an influence process to make things happen, to gain command over phenomena, to induce and
direct events and people in a particular manner. Influence is backed by power, competence, knowledge and
resources. Managers formulate their goals, values and strategies, to cope with, to adapt and to adjust
themselves with the behaviour and changes of the environment.
STRATEGY
The word strategy means “something that has to do with war and ways to win over enemy”. Strategy seeks to
relate the goals of the organization to the means of achieving them. Strategy is the game plan management is
using to take market position, conduct its operations, attract and satisfy customers, compete successfully, and
achieve organizational objectives.
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We may define the term ‘strategy’ as a Long Range Blueprint of an organization's desired image, direction and
destination what it wants to be, what it wants to do and where it wants to go.
Igor H. Ansoff defines strategy as “The common thread among the organization's activities and product‐markets
that defines the essential nature of business that the organization was or planned to be in future.
As per William F. Glueck , strategy is “A unified, comprehensive and integrated plan designed to assure that the
basic objectives of the enterprise are achieved”
Strategy is consciously considered and flexibly designed scheme of corporate intent and action to achieve
Effectiveness, to Mobilise Resources, to direct effort and Behaviour, to handle Events And Problems, to
perceive and utilise Opportunities, and to meet Challenges And Threats to corporate survival and success.
Strategy provides an integrated framework for the Top Management to search for, evaluate and exploit
beneficial opportunities, to perceive and meet potential threats and crises, to make full use of resources and
strengths, to offset corporate weaknesses and to make major decisions in general.
Strategies are formulated at the Corporate, Divisional And Functional Level. Corporate strategies are
formulated by the top managers. They include the determination of the business lines, expansion and growth,
vertical and horizontal integration, diversification, takeovers and mergers, new investment and divestment
areas, R & D projects, and so on. These corporate wide strategies need to be operationalized by divisional and
functional strategies regarding product lines, production volumes, quality ranges, prices, product promotion,
market penetration, purchasing sources, personnel development and like.
However, strategy is no substitute for sound, alert and responsible management. Strategy can never be
perfect, flawless and optimal. It is in the very nature of strategy that it is flexible and pragmatic; it is art of the
possible; it does not preclude second‐best choices, trade‐offs, sudden emergencies, pervasive pressures, failures
and frustrations.
STRATEGY IS PARTLY PROACTIVE AND PARTLY REACTIVE: A company's strategy is typically a blend of
1. proactive actions on the part of managers to improve the company's market position and financial
performance and
2. as needed reactions to unanticipated developments and fresh market conditions.
CORPORATE STRATEGY
Corporate strategy is basically the GROWTH DESIGN of the firm; it spells out the growth objective ‐ the
direction, extent, pace and timing of the firm's growth. It also spells out the strategy for achieving the growth.
In corporate strategy, the set of goals has a system of priorities; the combination, the sequence and the timing
of the moves, means and approaches are determined in advance, the initiative and responses have a cogent
rationale behind them, are highly integrated and pragmatic; the implications of decisions and action
programmes are corporate wide, flexible and contingent.
CHARACTERISTICS OF CORPORATE STRATEGY
It is generally long‐range in nature, though it is valid for short‐range situations also and has short‐range
implications.
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It is action oriented and is more specific than objectives.
It is multipronged and integrated.
It is flexible and dynamic.
It is formulated at the top management level, though middle and lower level managers are associated in
their formulation and in designing sub‐strategies.
It is generally meant to cope with a competitive and complex setting.
It flows out of the goals and objectives of the enterprise and is meant to translate them into realities.
It is concerned with perceiving opportunities and threats and seizing initiatives to cope with them. It is
also concerned with deployment of limited organizational resources in the best possible manner.
It gives importance to combination, sequence, timing, direction and depth of various moves and action
initiatives taken by managers to handle environmental uncertainties and complexities.
It provides unified criteria for managers in function of decision making.
DYNAMICS OF COMPETITIVE STRATEGY
Strategic thinking involves orientation of the firm’s internal environment with the changes of the external
environment. The competitive strategy evolves out of consideration of several factors that are external to the
firm such as:
Personal values of the key implementers
Strengths and weakness
Opportunities and threats
Broader societal expectation
Company strength & weakness
Factors internal to the
company
Personal value of the key
implementers
Industry opportunities and Threats
COMPETITIVE
STRATEGY
Factors external
to the company
Context in which competitive
strategy is formulated
Broader societal expectation
The economic and technical components of the external environment are considered as major factors leading to
new opportunities for the organization and also closing threats. Similarly the broader expectation of the society
in which the organization operates is again an important factor to determine the competitive strategy. The
strengths and weaknesses of organizations are the internal factors, which determine the corporate strategy.
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Strength is to be considered in the context of the opportunities arising in the external environment. The
personal values of the key implementers also play major roles in formulating the competitive strategy.
STRATEGIC MANAGEMENT
Strategic management is the comprehensive Collection Of Ongoing Activities And Processes that organizations
use to Systematically Coordinate And Align resources and actions with Mission, Vision and Strategy throughout
an organization.
Strategic management activities transform the static plan into a system that provides strategic performance
feedback to decision making and enables the plan to evolve and grow as requirements and other circumstances
change.
The overall objective of strategic management is twofold:
To create competitive advantage, so that the company can outperform the competitors in order to have
dominance over the market.
To guide the company successfully through all changes in the environment.
Strategic management starts with developing a company mission (to give it direction), objectives and goals (to
give it means and methods for accomplishing its mission), business portfolio (to allow management to utilize all
facets of the organization), and functional plans (plans to carry out daily operations from the different functional
disciplines).
FRAMEWORK OF STRATEGIC MANAGEMENT
The basic framework of strategic process can be described in a sequence of five stages as follows:
STAGE 1: WHERE ARE WE NOW? (Beginning): This is the starting point of strategic planning and consists of
doing a situational analysis of the firm in the environmental context. The firm must focus on the following:
Relative Market Position,
Corporate Image,
Its Strength and Weakness and
Environmental Threats and Opportunities.
STAGE 2: WHERE ARE WE WANT TO BE? (Ends): This is a process of goal setting for the organization after it has
finalised its vision and mission. A strategic vision is a roadmap of the company’s future – providing specifics
about technology and customer focus, the geographic and product markets to be pursued, the capabilities it
plans to develop, and the kind of company that management is trying to create.
STAGE3: HOW MIGHT WE GET THERE? (Means): Here the organization deals with the various strategic
alternatives it has.
STAGE 4: WHICH WAY IS BEST? (Evaluation): Out of all the alternatives generated in the earlier stage the
organization selects the best suitable alternative in line with its SWOT analysis.
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STAGE 5: HOW CAN WE ENSURE ARRIVAL? (Control): This is an implementation and control stage of a suitable
strategy. Here again the organization continuously does situational analysis and repeats the stages again
IMPORTANCE OF STRATEGIC MANAGEMENT
Survival of fittest ‘as propagated by Darwin is the only principle of survival for organization, where ‘fittest’ are
not the ‘largest’ or ‘strongest’ organization but those who can change and adapt successfully to the changes in
business environment.
The major benefits of strategic management are:
1. Clarity in objective & direction: Strategic management helps organisations to be more proactive instead
of reactive in shaping its future. Organisations are able to analyse and take actions instead of being
mere spectators.
2. Decision Making: Strategic management provides framework for all the major business decisions of an
enterprise. It provides better guidance to entire organisation on the crucial point ‐ what it is trying to do.
3. Offsetting Uncertainty: Strategic management is concerned with ensuring a good future for the firm. It
seeks to prepare the corporation to face the future and act as pathfinder to various business
opportunities.
4. Path finder: Strategic management serves as a corporate defence mechanism against mistakes and
pitfalls. It helps organisations to avoid costly mistakes in product market choices or investments.
5. Increased Organisational Effectiveness: Over a period of time strategic management helps organisation
to evolve certain core competencies and competitive advantages that assist in its fight for survival and
growth.
STRATEGIC DECISION MAKING
Decision making is a managerial process and function of choosing a particular course of action out of several
alternative courses for the purpose of accomplishment of the organizational goals.
Decisions may relate to general day to day operations. They may be major or minor. They may also be strategic
in nature. Strategic decisions are different in nature than all other decisions which are taken at various levels of
the organization during day‐to‐day working of the organizations.
Strategic issues require top‐management decisions: Strategic issues involve thinking in totality of the
organizations and also there is lot of risk involved. Hence, problems calling for strategic decisions require
to be considered by top management.
Strategic issues involve the allocation of large amounts of company resources: It may require huge
financial investment to venture into a new area of business or the organization may require huge
number of manpower with new set of skills in them.
Strategic issues are likely to have a significant impact on the long term prosperity of the firm:
Generally the results of strategic implementation are seen on a long term basis and not immediately.
Strategic issues are future oriented: Strategic thinking involves predicting the future environmental
conditions and how to orient for the changed conditions.
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Strategic issues usually have major multifunctional or multi‐business consequences: As they involve
organization in totality they affect different sections of the organization with varying degree.
Strategic issues necessitate consideration of factors in the firm’s external environment: Strategic focus
in organization involves orienting its internal environment to the changes of external environment.
STRATEGIC MANAGEMENT MODEL
PERFORM
EXTERNAL
AUDIT
DEVELOP
VISION &
MISSION
STATEMENT
ESTABLISH
LONG
OBJECTIVES
DEVELOPMENT
OF
ALTERNATIVES
SELECT &
IMPLEMENT
STRATEGIES
MANAGEMEN
T ISSUES
IMPLEMENT
STRATEGIES
MARKETING,
R&D, MIS
ISSUE
MEASURE &
EVALUATE
PERFORMANCE
PERFORM
INTERNAL
STRATEGEY FORMULATION + STRATEGY IMLEMENTATION + STRATEGY EVALUATION
VISION
A Strategic vision is a Road Map of a Company’s Future – providing specifics about technology and customer
focus, the geographic and product markets to be pursued, the capabilities it plans to develop, and the kind of
company that management is trying to create.
Strategic vision delineates management’s aspirations for the business, providing a panoramic view of the
“where we are going” and a convincing rationale for why this makes good business sense for the company. A
strategic vision thus points an organization in a particular direction, charts a strategic path for it to follow in
preparing for the future, and molds organizational identity. A clearly articulated strategic vision communicates
management’s aspirations to stakeholders and helps steer the energies of company personnel in a common
direction.
The three elements of a strategic vision:
1. Coming up with a mission statement that defines what business the company is presently in and
conveys the essence of “Who we are and where we are now?”
2. Using the mission statement as basis for deciding on a long‐term course making choices about “Where
we are going?”
3. Communicating the strategic vision in clear, exciting terms that arouse organization wide commitment.
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Purpose of Developing strategic vision:
The entrepreneurial challenge in developing a strategic vision is to think creatively about how to prepare
a company for the future.
Forming a strategic vision is an exercise in intelligent entrepreneurship.
Many successful organizations need to change direction not in order to survive but in order to maintain
their success.
A well‐articulated strategic vision creates enthusiasm for the course management has charted and
engages members of the organization.
The best‐worded vision statement clearly and crisply illuminates the direction in which organization is
headed.
MISSION
Mission defines the fundamental purpose of an organization or an enterprise, succinctly describing why it exists
and what it does to achieve its vision. A company’s Mission statement is typically focused on its present business
scope – “who we are and what we do”. Mission statements broadly describe an organizations present
capabilities, customer focus, activities, and business makeup.
Peter Drucker says that asking the question, “What is our business?” is synonymous with asking the question,
“What is our mission?”
A mission is an enduring statement of purpose that distinguishes one organization from other similar
enterprises. The mission statement is a declaration of an organization’s “reason for being.”
Sometimes called a creed statement, a statement of purpose, a statement of philosophy, a statement of beliefs,
a statement of business principles, or a statement “defining our business,” a mission statement reveals what an
organization wants to be and whom it wants to serve.
WHY ORGANIZATION SHOULD HAVE MISSION?
To ensure unanimity of purpose within the organization.
Provide a basis for motivating the use of the organization’s resources.
To develop a basis, or standard, for allocating organizational resources.
To establish a general tone or organizational climate, for example, to suggest a business like operation.
To serve as a focal point for those who can identify with the organization’s purpose and direction, and to
deter those who cannot form participating further in the organization’s activities.
To facilitate the translation of objective and goals into a work structure involving the assignment of tasks
to responsible elements within the organization.
To specify organizational purposes and the translation of these purposes into goals in such a way that
cost, time, and performance parameters can be assessed and controlled.
A Good Mission Statement should be of precise, clear, feasible, distinctive and motivating. It should indicate
major components of strategy. Following points are useful while writing mission of a company:
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One of the roles of a mission statement is to give the organization its own Special Identity, business
emphasis and path for development – one that typically sets it apart form other similarly situated
companies.
A company’s business is defined by what needs it trying to satisfy, by which customer groups it is
targeting and by the technologies and competencies it uses and the activities it performs.
Technology, competencies and activities are important in defining a company’s business because they
indicate the boundaries on its operation.
Good mission statements are highly personalized – unique to the organization for which they are
developed.
PETER DRUCKER explained that towards facilitating this task, the firm should raise and answer certain basic
Questions concerning its business, such as:
What is our mission?
What is our ultimate purpose?
What do we want to become?
What kind of growth do we seek?
What business are we in?
Do we understand our business correctly and define it accurately in its broadest connotation?
Do we know our customer?
Whom do we intend to serve?
What human need do we intend to serve through our offer?
What brings us to this particular business?
What would be the nature of this business in the future?
In what business would we like to be in, in the future?
MISSION
PURPOSE
It refers to a statement which defines the role that It refers to anything an organization strives for.
organization plays in the society.
It strictly refers to the particular needs of the society, It relates to what the organization strives to achieve in
e.g. Quality product/ services.
order to fulfill its mission to the society.
OBJECTIVES AND GOALS
Objectives are organizations performance targets – the results and outcomes it wants to achieve. They function
as yardstick for tracking an organizations performance and progress.
Objectives are open‐ended attributes that denote the future states or outcomes. Goals are close‐ended
attributes which are precise and expressed in specific terms.
The pursuit of objectives is an unending process such that organizations sustain themselves. They provide
meaning and sense of direction to organizational endeavour.
Objectives also act as benchmarks for guiding organizational activity and for evaluating how the organization is
performing.
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Objective to be meaningful to serve the intended role must possess following CHARACTERISTICS:
Objectives should define the organization’s relationship with its environment.
They should be facilitative towards achievement of mission and purpose.
They should provide the basis for strategic decision‐making.
They should provide standards for performance appraisal.
Objectives should be understandable.
Objectives should be concrete and specific
Objectives should be related to a time frame
Objectives should be measurable and controllable
Objectives should be challenging
Different objectives should correlate with each other
Objectives should be set within constraints
STRATEGIC LEVELS IN ORGANISATIONS
Corporate Level Strategy—this strategy seeks to determine what businesses a company should be in or wants to
be in. Corporate strategy determines the direction that the organization is going and the roles that each
business unit in the organization will plan in pursuing that direction.
Corporate level strategy is concerned with: Reach ‐ defining the issues that are corporate responsibilities;
Competitive Contact ‐ defining where in the corporation competition is to be localized; Managing Activities and
Business Inter‐relationships; Management Practices ‐ Corporations decide how business units are to be
governed
Business Level Strategy— An organization's core competencies should be focused on satisfying customer needs
or preferences in order to achieve above average returns. This is done through Business‐level strategies.
Business level strategies detail actions taken to provide value to customers and gain a competitive advantage by
exploiting core competencies in specific, individual product or service markets. Business‐level strategy is
concerned with a firm's position in an industry, relative to competitors and to the five forces of competition.
Functional Level Strategy—this strategy seeks to determine how to support the business strategy. For
organizations that have traditional functional departments such as manufacturing, marketing, human resources,
research and development, and finance, these strategies need to support the business strategy.
Head Office
CORPORATE LEVEL
Division A
Division B
Division
FUNCTIONAL LEVEL
Business
Functions
Business
Functions
Business
Functions
Market A
Market B
Market C
BUSINESS LEVEL
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CHAPTER 3 STRATEGIC ANALYSIS
STRATEGIC ANALYSIS
It refers to scanning of business environment in which vision, mission, objective and goal of
organization are set.
Analysis is the critical starting point of strategic thinking. The environmental scanning covers both
scanning of external environment and internal environment. The scanning of environment lead to the
study of strengths and weaknesses which will decide as to what extent each company is going to
capitalize the opportunity and threats thrown open.
The two most important situational considerations are:
1. Industry and competitive condition of industry;
2. Company’s own competitive capabilities, own resources, own internal strength and own
weakness and market position.
Accurate diagnosis of the company’s situation is necessary managerial preparation for deciding on a
sound long term direction, setting appropriate objectives, and crafting a winning strategy. Without
perceptive understanding of the strategic aspects of a company’s external and internal environments,
the chances are greatly increased that managers will conduct a strategic game plan that doesn’t fit the
situation well, that holds little prospect for building competitive advantage, and that is unlikely to
boost company performance.
Issues to consider for strategic analysis
Balance between management, strategy, resources and environment. The process of strategy formulation is
often described as one of the matching the internal potential of the organization with the environmental
opportunities.
Management
Strategy
Environment
Resources
This is about perfect match between internal desire and external shape, which generally does not match. In
reality, as perfect match between the two may not be feasible, strategic analysis involves a workable balance
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between diverse and conflicting considerations. A manager working on a strategic decision has to make a
balance between diverse conflict considerations. He has to balance opportunities, influences and constraints.
There are pressures that are driving towards a particular choice, however, we know that some of them are
beyond the control of a manager.
Risk analysis both internal and external:
Complexity and intermingling of variables in the environment reduces the strategic balance in the organization.
Competitive markets, liberalization, globalization, booms, recessions, technological advancements, inter‐country
relationships all affect businesses and pose risk at varying degrees.
TIME
EXTERNAL RISK
STRATEGIC
RISKS
INTERNAL RISK
SHORT TERM
Errors in interpreting the
environment cause strategic
failure.
Organizational
capacity
is
unable to cope up with strategic
demands
LONG TERM
Changes in the environment lead to
obsolescence of strategy
Inconsistencies with the strategy
are developed on account of
changes in internal capacities and
preferences
External risk is on account of inconsistencies between strategies and the forces in the environment.
Internal risk occurs on account of forces that are either within the organization or are directly interacting with
the organization on a routine basis.
SITUATIONAL ANALYSIS
Thinking strategically about
an external environment
Thinking strategically about
an internal environment
Form a strategic
vision of where
the organisation
needs to head
Identity
promising
Strategic
options for the
organisation
Select the best
Strategy and
Business model
Figure: From Thinking Strategically about the Situation to Choosing a Strategy
Situation analysis means environment analysis. All companies operate in macro environment shaped by
influences emanating from the economy at large, population demographics, societal values and lifestyles, govt.
legislations and regulations, technological factors. These factors are important enough for making an impact on
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decision of companies. These factors focus on direction, objective, strategy, business model and destination of
company. Managers scan external environment for deciding company direction and strategy.
Following are the different elements, company must consider before analysis of situation:
Product situation: What is my current product? You may want to break this definition up into parts such
as the core product and any secondary or supporting services or products that also make up what you
sell. It is important to observe this in terms of its different parts in order to be able to relate this back to
core client needs.
Competitive situation: Analyze your main competitors ‐ who are they what are they up to ‐ how do they
compare. What are their competitive advantages?
Distribution situation: Review your distribution Situation ‐ how are you getting your product to market?
Do you need to go through distributors or other intermediaries?
Environmental factors: What external and internal environmental factors are there that need to be
taken into account. This can include economic or sociological factors that impact on your performance.
Opportunity and issue analysis: Things to write down here are what current opportunities that are
available in the market, the main threats that business is facing and may face in the future, the strengths
that the business can rely on and any weaknesses that may affect the business performance
FRAMEWORK OF STRATEGIC ANALYSIS
Strategic Analysis
External Analysis
Customer Analysis
Segments, motivations, unmet needs.
o Competitor Analysis
Identity, strategic groups, performance, image,
objectives, strategies, culture, cost structure,
strengths, weaknesses.
o Market Analysis
Size, projected growth, profitability, entry
barriers, cost structure, strengths, weaknesses
o Environmental Analysis
Technological, government, economic,
cultural, demographic, scenarios, information‐
need areas.
o
Internal Analysis
Performance Analysis
Profitability, sales, shareholder value analysis,
customer satisfaction, product quality, brand
associations, relative cost, new products, employee
capability and performance, product portfolio
analysis.
o Determinates Analysis
Past and current strategies, strategic
problems, organizational Capabilities and
constraints, financial resources and Constraints,
strengths, and weaknesses.
o
Opportunities, threats, trends, and strategic,
uncertainties.
Strategic strengths, weaknesses, problems,
constraints, and uncertainties
Strategy Identification & Selection
Identify strategic alternatives
• Product‐maker investment strategies
• Functional area strategies
• Assets, competencies, and synergies
Select strategy
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Implement the operating plan
Review strategies
THE METHODS OF INDUSTRY AND COMPETITIVE ANALYSIS
Industry and competitive analysis is done to get a clear picture on key industry traits, the intensity of
competition, the drivers of industry change, the market positions and strategies of rival companies, competitive
success, and profit prospects. The issues are given below:
1.
2.
3.
4.
5.
6.
7.
Dominant economic features of the industry
Nature and strength of competition
Triggers of change
Identifying the companies that are in strongest/ weakest position
Likely strategic moves of rivals
Key factors for competitive success
Prospects and financial attractiveness of industry
SWOT ANALYSIS
The comparison of strengths, weaknesses, opportunities and threats is normally referred to as a WSOT analysis.
Strengths: is an inherent capability of the organization which it can use to gain strategic advantage over
its competitors.
Weaknesses: is an inherent limitation or constraint of the organization which creates strategic
disadvantages to it.
Opportunity: is a favourable condition in the organizations environment which enables it to strengthen
its position.
Threat: is an unfavourable condition in the organizations environment which causes a risk for or damage
to the organizations position.
Thinking strategically requires ,managers to identify the set of strategies that will create and sustain competitive
advantages:
Functional level strategy, directed at improving the effectiveness of operations within a company.
Business level strategy, which encompasses the business’s overall competitive theme, the way it
position itself in the marketplace to gain a competitive advantage, and the different positioning
strategies that can be used in different industry settings.
Global strategy, addressing how to expand operations outside the home country to grow and prosper in
a world where competitive advantage is determined at a global level.
Corporate level strategy, which answers the primary questions.
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TOWS
TOWS analysis is a method of strategic analysis used to study the environment of the organization and its
interior. TOWS concept is synonymous with the term SWOT acronym. By according to H.Weihrich Threats (in the
environment), Opportunities (in the environment), Weaknesses (of the organization), Strenghts (of the
organization) should be placed in this order to make the emphasis on problem‐solving sequence in the process
of strategy formulation.
TOWS analysis is an algorithm of the strategic analysis process, involving systematic and comprehensive
assessment of external and internal factors that determine current condition and growth potential of the
company.
It is based on a simple classification scheme: all of the factors influencing the current and future position of the
organization is divided into:
External and internal to the organization,
Having negative and positive impact on the organization.
The intersection of above distinctions gives four categories of factors:
External and positive (opportunities)
External and negative (threats)
Internal and positive (strengths)
Internal and negative (weaknesses)
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PORTFOLIO ANALYSIS
Once an association has adopted a strategic plan, the next step is to convert the goals and objectives in that plan
to a work plan and budget. Portfolio analysis has been devised to help associations bridge the gap between
strategy formulation and strategy implementation.
When the company is in more than one business, it can select more than one strategic alternative depending
upon demand of the situation prevailing in the different portfolios. It is necessary to analyze the position of
different business of the business house which is done by corporate portfolio analysis. Portfolio analysis is an
analytical tool which views a corporation as a basket or portfolio of products or business units to be managed
for the best possible returns. Portfolio analysis is a systematic way to analyze the products and services that
make up an association's business portfolio. Each business consists of a portfolio of products and services.
Portfolio analysis helps you decide which of these products and services should be emphasized and which
should be phased out, based on objective criteria. Portfolio analysis consists of subjecting each of the
association's products and services through a progression of finer screens.
There are three concepts, the knowledge of which is a prerequisite to understand different models of portfolio
analysis:
STRATEGIC BUSINESS UNIT:
SBU is a unit of the company that has a separate mission and objectives and which can be planned
independently from other company businesses. The SBU can be a company division, a product line within a
division, or even a single product or brand.
SBU’s must have following Characteristics
1. Single business or collection of related businesses that can be planned for separately.
2. Has its own set of competitors.
3. Has a manager who is responsible for strategic planning and profit.
After identifying SBU’s the business have to assess their respective attractiveness and decide how much support
each deserves.
EXPERIENCE CURVE:
Experience curve is based on the commonly observed phenomenon that units costs decline as a firm
accumulates experience in terms of a cumulative volume of production.
PRODUCT LIFE CYCLE:
It is a useful choice for guiding strategic choice. PLC is an ‐ S‐shaped curve which exhibits the relationship of
sales with respect to time for a product that passes through the four successive stages of
introduction (slow sales growth),
growth (rapid market acceptance)
maturity (slow down in growth rate) and
Decline (sharp downward drift).
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The first stage of PLC i.e. INTRODUCTION STAGE is characterized by low growth rate of sales as the product is
newly launched in the market. Firms usually incur losses rather than profit turning this stage. If the product is in
the new product class, the users may not be aware of its true potential. The stage has the following
characteristics: 1. Low competition 2. Firm mostly incurs losses and not profit.
The second stage is GROWTH STAGE. Growth comes with the acceptance of the innovation in the market and
profit starts to flow. In this the demands expands rapidly, price fall, competition increases and market expands.
The third stage is MATURITY STAGE, the end of stage of the growth rate and sales slowdown as the product has
already achieved acceptance in the market. Profits come down because of stiff competition. The organizations
may work for stability.
The last stage is the DECLINING STAGE; the decline stage is where most of the product class usually dies due to
low growth rate in sales. A number of companies share the same market, making it difficult for all entrants to
maintain sustainable sales levels. Not only is the efficiency of the company an important factor in the decline,
but also the product category itself becomes a factor, as the market may perceive the product as "old" and may
not be in demand.
BCG MATRIX
The Boston Consulting Group (BCG) Matrix is a simple tool to assess a company’s position in terms of its product
range. It helps a company think about its products and services and make decisions about which it should keep,
which it should let go and which it should invest in further.
STARS
Stars generate large sums of cash because of their strong relative market share, but also consume large amounts
of cash because of their high growth rate. So the cash being spent and brought in approximately nets out. If a
star can maintain its large market share it will become a cash cow when the market growth rate declines.
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CASH COWS
As leaders in a mature market, cash cows exhibit a return on assets that is greater than the market growth rate –
so they generate more cash than they consume. These units should be ‘milked’ extracting the profits and
investing as little as possible. They provide the cash required to turn question marks into market leaders.
QUESTION MARKS
Question marks are products that grow rapidly and as a result consume large amounts of cash, but because they
have low market shares they don’t generate much cash. The result is large net cash consumption. A question
mark has the potential to gain market share and become a star, and eventually a cash cow when the market
growth slows. If it doesn’t become a market leader it will become a dog when market growth declines. Question
marks need to be analysed carefully to determine if they are worth the investment required to grow market
share.
DOGS
Dogs have a low market share and a low growth rate and neither generate nor consume a large amount of cash.
However, dogs are cash traps because of the money tied up in a business that has little potential. Such
businesses are candidates for divestiture.
Once the company has identified the stage the company has to decide the role to be played. These roles are
following:
1. BUILD‐ to increase market share, even by forging short term earning in favour of building strong future
with large market share.
2. HOLD‐ to preserve market share.
3. HARVEST‐ to increase short term cash flow regardless long term effect.
4. DIVEST‐ to sell or liquidate the business.
Limitations:
BCG matrix can be difficult, time‐consuming, and costly to implement. Management may find it difficult to
define SBUs and measure market share and growth. It also focuses on classifying current businesses but provide
little advice for future planning. They can lead the company to placing too much emphasis on market‐share
growth or growth through entry into attractive new markets. This can cause unwise expansion into hot, new,
risky ventures or giving up on established units too quickly.
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ANSOFF’S PRODUCT MARKET GROWTH MATRIX
The purpose of this matrix is to help managers consider how to grow their business through existing or new
products or in existing or new markets. In this way he was helping managers to assess the differing degrees of
risk associated with moving their organisation forward.
With the use of this matrix a business can get a fair idea about how its growth depends upon it markets in new
or existing products in both new and existing markets. Companies should always be looking to the future. One
useful device for identifying growth opportunities for the future is the product/market expansion grid. The
product/market growth matrix is a portfolio‐planning tool for identifying company growth opportunities.
Ansoff’s matrix suggests four alternative marketing strategies which hinge on whether products are new or
existing. They also focus on whether a market is new or existing. Within each strategy there is a differing level of
risk. The four strategies are:
1. MARKET PENETRATION – This involves increasing market share within existing market segments. This
can be achieved by selling more products/services to established customers or by finding new
customers within existing markets.
2. PRODUCT DEVELOPMENT – This involves developing new products for existing markets. Product
development involves thinking about how new products can meet customer needs more closely and
outperform the products of competitors.
3. MARKET DEVELOPMENT – This strategy entails finding new markets for existing products. Market
research and further segmentation of markets helps to identify new groups of customers.
4. DIVERSIFICATION – This involves moving new products into new markets at the same time. It is the
most risky strategy. The more an organisation moves away from what it has done in the past the more
uncertainties are created. However, if existing activities are threatened, diversification helps to spread
risk.
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ADL MATRIX
The ADL matrix from Arthur D. Little is a portfolio management method that is based on product life cycle
thinking. It uses the dimensions of environmental assessment and business strength assessment.
Stage of industry maturity is an environmental measure that represents a position in industry's life cycle.
Competitive position is a measure of business strengths that helps in categorization of products or SBU's into
one of five competitive positions: dominant, strong, favourable, tenable and weak.
The competitive position of a firm is based on an assessment of the following criteria:
1. DOMINANT: This is a comparatively rare position and in many cases is attributable either to a monopoly
or a strong and protected technological leadership.
2. STRONG: By virtue of this position, the firm has a considerable degree of freedom over its choice of
strategies and is often able to act without its market position being unduly threatened by its
competitions.
3. FAVOURABLE: This position, which generally comes about when the industry is fragmented and no one
competitor stand out clearly, results in the market leaders a reasonable degree of freedom.
4. TENABLE: Although the firms within this category are able to perform satisfactorily and can justify
staying in the industry, they are generally vulnerable in the face of increased competition from stronger
and more proactive companies in the market.
5. WEAK: The performance of firms in this category is generally unsatisfactory although the opportunities
for improvement do exist.
STAGE OF INDUSTRY MATURITY
Competitive
position
Embryonic
Growth
Mature
Fast grow
Attend cost leadership
Renew
Defend position
Act offensively
Differentiate
Lower cost
Attack small firms
Focus
Differentiate
Defend
Defend position
Attend cost leadership
Renew
Fast grow
Act offensively
Lower cost
Focus
Differentiate
Grow with industry
Focus
Differentiate
Harvest
Find niche
Hold niche
Turnaround
Grow with industry
Hit smaller firms
Ageing
Dominant
Fast grow
Build barriers
Act offensively
Strong
Differentiate
Fast grow
Favourable
Differentiate
Focus
Fast grow
Defend position
Renew
Focus
Consider
withdrawal
Find niche
Hold niche
Harvest
Harvest
Turnaround
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Tenable
Weak
Hold niche
Turnaround
Focus
Grow with industry
Withdraw
Turnaround
Retrench
Niche or withdraw
Grow with
industry
Focus
Find niche
Catch‐up
Grow with
industry
Turnaround
Hold niche
Retrench
Divest
Retrench
Withdraw
Divest
Withdraw
GE MATRIX
In consulting engagements with General Electric in the 1970's, McKinsey & Company developed a nine‐cell
portfolio matrix as a tool for screening GE's large portfolio of strategic business units (SBU). This business screen
became known as the GE/McKinsey Matrix.
The strategic planning approach in this model has been inspired from traffic control lights. The lights that are
used at crossings to manage traffic are: green for go, amber or yellow for caution, and red for stop.
MARKET ATTRACTIVENESS
This model uses two factors while taking strategic decisions: Business Strength and Market Attractiveness. The
vertical axis indicates market attractiveness and the horizontal axis shows the business strength in the industry.
BUSINESS STRENGTH
Strong
Average
Weak
High
Medium
Low
ZONE
STRATEGIC
SIGNALS
Green
Invest/Expand
Yellow
Select/Earn
Red
Harvest/Divest
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The position and attractiveness can be understood by better way with the following table:
Evaluating the ability to compete: Business
Strengths
Evaluating the market Attractiveness
Market share
Size of the market
Market share growth rate
Market growth rate
Profit margin
Industry profitability
Distribution efficiency
Competitive intensity
Brand image
Availability of Technology
Ability to compete on price and quality
Pricing trends
Customer loyalty
Overall risk of returns in the industry
Production capacity
Technological capability
Opportunity for differentiation of products and
services
Demand variability
Relative cost position
Segmentation
Management caliber, etc
Distribution structure (e.g. retail, direct, wholesale) etc
•
•
•
If a product falls in the Green section, the business is at advantageous position. To reap the benefits, the
strategic decision can be to expand, to invest and grow.
If a product is in the Amber or yellow zone, it needs caution and managerial discretion is called for
making the strategic choices.
If a product is in the Red zone, it will eventually lead to losses that would make things difficult for
organisations. In such cases, the appropriate strategy should be retrenchment, divestment or
liquidation.
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CHAPTER 4 STRATEGIC PLANNING
Planning is future oriented. It relates to deciding what needs to done in the future and to generate blueprints
for action. Good planning is an important constituent of good management. Planning involves determining what
resources are available, what resources can be obtained, and allocating responsibilities according to the
potential of the employees.
Strategic planning is a process of determining organizational strategy. It gives direction to the organization and
involves making decisions and allocating resources to pursue the strategy. It is the formal consideration of
future course of an organization. Strategic planning deals with one or more of three key questions:
1. What are we doing?
2. For whom do we do it?
3. How to improve and excel?
Strategic planning determines where an organization is going over the next year or more and the ways for going
there. The process is organization‐wide, or focused on a major function such as a division or other major
function. Strategic planning is a top level management function. There are two approaches for strategic planning
‐ top down or bottom up.
Top down strategic planning describes a centralized approach to strategy formulation in which the corporate
centre or head office determines mission, strategic intent, objectives and strategies for the organization as a
whole and for all parts. Unit managers are seen as implementers of pre‐specified corporate strategies.
Bottom up strategic planning is the characteristic of autonomous or semi‐autonomous divisions or subsidiary
companies in which the corporate centre does not conceptualize its strategic role as being directly responsible
for determining the mission, objectives, or strategies of its operational activities. It may prefer to act as a
catalyst and facilitator, keeping things reasonably simple and confining itself to perspective and broader
strategic intent.
STAGES OF CORPORATE STRATEGY FORMULATION IMPLEMENTATION PROCESS
Developing
a strategic
vision
Setting
objectives
Crafting a
strategy to
achieve objective
& vision
Implementing
and executing
strategy
Monitoring the
development
evaluating
performance &
making corrective
adjustments
Revise as needed in the light of actual performance
changing condition new opportunities & new ideas
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Crafting and executing a company's strategy is a five‐stage managerial process as given below:
1. Developing a strategic vision of where the company needs to head and what its future product‐
customer‐market‐technology focus should be.
2. Setting objectives and using them as yardsticks for measuring the company’s performance and progress.
3. Crafting a strategy to achieve the desired outcomes and move the company along the strategic course
that management has charted.
4. Implementing and executing the chosen strategy efficiently and effectively.
5. Monitoring developments and initiating corrective adjustments in the company's long‐term direction,
objectives, strategy, or execution in light of the company's actual performance, changing conditions,
new ideas, and new opportunities.
STRATEGIC ALTERNATIVES
Stability
Expansion
Retrenchment
Combinations
According to William F Glueck and Lawrence R Jauch there are four generic ways in which strategic alternatives
can be considered. These are Stability, Expansion, Retrenchment and Combinations.
STABILITY STRATEGIES: A stability strategy is pursued by a firm when:
It continues to serve in the same or similar markets and deals in same products and services.
The strategic decisions focus on increment al improvement of functional performance
It is not a ‘do nothing’ strategy. It involves keeping track of new developments to ensure that the strategy
continues to make sense.
EXPANSION STRATEGY: Expansion strategy is implemented by redefining the business by adding the scope of
business substantially increasing the efforts of the current business. The strategy may take the enterprise along
relatively unknown and risky paths, full of promises and pitfalls.
Expansion through diversification: diversification is defined as entry into new products or product lines,
new services or new markets, involving substantially different skills, technology and knowledge.
Expansion through acquisitions and mergers: Acquisition or merger with an existing concern is an
instant means of achieving the expansion. It is an attractive and tempting proposition in the sense that it
circumvents the time, risks and skills involved in screening internal growth opportunities, seizing them
and building up the necessary resource base required to materialise growth.
RETRENCHMENT STRATEGY: A business organization can redefine its business by divesting a major product line
or market. In business parlance also, retreat is not always a bad proposition to save the enterprise's vital
interests, to minimise the adverse effects of advancing forces, or even to regroup and recoup the resources
before a fresh assault and ascent on the growth ladder is launched.
COMBINATION STRATEGIES: This strategy is adopted because the organization is large and faces complex
environment. It is a combination to adopt mix of stability, expansion and retrenchment.
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MICHAEL PORTER’S GENERIC STRATEGIES
STRATEGIC
TARGET
Cost Leadership Strategies: A primary reason for pursuing forward, backward, and horizontal integration
strategies is to gain cost leadership benefits. The basic idea is to under price competitors and thereby gains
market share and sales, driving some competitors out of the market entirely.
Differentiation Strategies: Different strategies offer different degrees of differentiation. Successful
differentiation can mean greater product flexibility, greater compatibility, lower costs, improved service, less
maintenance, greater convenience, or more features. Common organizational requirements for a successful
differentiation strategy include strong coordination among the R&D and marketing functions and substantial
amenities to attract scientists and creative people.
Focus Strategies: A successful focus strategy depends on an industry segment that is of sufficient size, has good
growth potential, and is not crucial to the success of other major competitors. Focus strategies are most
effective when consumers have distinctive preferences or requirements and when rival firms are not attempting
to specialize in the same target segment.
The comparative skill and resource requirement for these generic strategies is given below:
Generic Strategy
Commonly Required Skills and
Common Organizational
Resources
Requirements
Overall Cost
• Sustained capital investment and • Tight cost control
Leadership
access to capital
• Frequent, detailed control reports
• Process engineering skills
• Structured
organization
and
responsibilities
• Intense supervision of labour
• Products designed for ease in • Incentive based on meeting strict
manufacture
quantitative targets
• Low‐cost distribution system
Differentiation
• Strong coordination among function in R &
• Strong marketing abilities
D, product development, and marketing.
• Product engineering
• Subjective measurement and incentives
• Creative flair
instead of quantitative measures
• Strong capability in basic research
• Corporate reputation for quality or • Amenities to attract highly skilled labour,
scientists, or creative people.
technological leadership
• Long tradition in the industry or
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Focus
unique combinations of skills drawn
from other business
• Strong cooperation from channels
• Combination of the above policies • Combination of the above policies directed
directed at the particular strategic at the particular strategic target
target
BEST‐COST PROVIDER STRATEGY
The new model of best cost provider strategy is a further development of above three generic strategies.
LOWER COST
A broad cross
section of buyers
Overall Low‐cost
Leadership
A narrower Buyer
segment
DIFFERENTIATION
Broad differentiating Strategy
Best cost provider
strategy
Focused Low Cost Strategy
Focused differentiation
Strategy
GRAND STRATEGIES/ DIRECTIONAL STRATEGIES
STRATEGY
Stability
Expansion
Retrenchment
Combination
BASIC FEATURE
The firm stays with its current businesses and product markets; maintains the existing
level of effort; and is satisfied with incremental growth.
Here, the firm seeks significant growth‐maybe within the current businesses; maybe by
entering new business that are related to existing businesses; or by entering new
businesses that are unrelated to existing businesses.
The firm retrenches some of the activities in a given business (es), or drops the
business as such through sell‐out or liquidation.
The firm combines the above strategic alternatives in some permutation/combination
so as to suit the specific requirement of the firm.
Major reasons for organizations adopting different grand strategies:
Stability strategy is adopted because:
It is less risky, involves less changes and people feel comfortable with things as they are.
The environment faced is relatively stable.
Expansion may be perceived as being threatening.
Consolidation is sought through stabilising after a period of rapid expansion.
Expansion strategy is adopted because:
It may become imperative when environment demands increase in pace of activity.
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Psychologically, strategists may feel more satisfied with the prospects of growth from expansion; chief
executives may take pride in presiding over organizations perceived to be growth‐oriented.
Increasing size may lead to more control over the market vis‐a‐vis competitors.
Advantages from the experience curve and scale of operations may accrue.
Retrenchment strategy is adopted because:
The management no longer wishes to remain in business either partly or wholly due to continuous
losses and unviability.
The environment faced is threatening.
Stability can be ensured by reallocation of resources from unprofitable to profitable businesses.
Combination strategy is adopted because:
The organization is large and faces complex environment.
The organization is composed of different businesses, each of which lies in a different industry requiring
a different response.
INTENSIFICATION STRATEGY
MARKET PENETRATION
The most common expansion strategy is market penetration/concentration on the current business. The firm
directs its resources to the profitable growth of a single product, in a single market, and with a single technology
MARKET DEVELOPMENT:
It consists of marketing present products, to customers in related market areas by adding different channels of
distribution or by changing the content of advertising or the promotional media.
PRODUCT DEVELOPMENT:
Product Development involves substantial modification of existing products or creation of new but related items
that can be marketed to current customers through establish channels.
DIVERSIFICATION STRATEGY
Diversification endeavours can be related or unrelated to existing businesses of the firm. Based on the nature
and extent of their relationship to existing businesses, diversification endeavours have been classified into four
broad categories
VERTICALLY INTEGRATED DIVERSIFICATION:
In vertically integrated diversification, firms opt to engage in businesses that are related to the existing business
of the firm. The firm remains vertically within the same process sequence moves forward or backward in the
chain and enters specific product/process steps with the intention of making them into new businesses for the
firm. The characteristic feature of vertically integrated diversification is that here, the firm does not jump
outside the vertically linked product‐process chain.
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Backward integration is a step towards, creation of effective supply by entering business of input
providers. Strategy employed to expand profits and gain greater control over production of a product
whereby a company will purchase or build a business that will increase its own supply capability or
lessen its cost of production.
Forward integration is moving forward in the value chain and entering business lines that use existing
products. Forward integration will also take place where organizations enter into businesses of
distribution channels.
HORIZONTAL INTEGRATED DIVERSIFICATION:
Through the acquisition of one or more similar business operating at the same stage of the production‐
marketing chain that is going into complementary products, by‐products or taking over competitors’ products.
•
•
•
•
•
•
•
RELATED DIVERSIFICATION
Exchange or share assets or competencies, there by
exploiting
Brand name
Marketing skills
Sales and distribution capacity
Manufacturing skills
R&D and new product capability
Economies of scale
•
•
•
•
•
•
•
•
•
UNRELATED DIVERSIFICATION
Manage and allocate cash flow.
Obtain high ROI.
Obtain a bargain price.
Refocus a firm.
Reduce risk by operating in multiple product
markets.
Tax benefits.
Obtain liquid assets.
Vertical integration.
Defend against a takeover
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